Chapter 2 Flashcards
why study theory
- insight into past and present circumstances – understand the past to understand the present
- guide to action
- source of new ideas
- clues to the meaning of managers decisons
t. clues to meaning of outside events - path to achieve positive results
classical viewpoint
finding was to manage work more efficiently, assumed people are rational
scientific and administrative
scientific management
apply scientific study of work methods to impove productivity of individual workers
task oriented
taylor and gilbreths
con : too mechanistic
- time and motion studies
- job specialization
taylor
evaluate task by studing each part of it
carefully select workers with right ability for tas
give workers training and stimulates to do task
motion studies
differential rate system
motion studies
break down each workers job
differential rate system
efficinet workers earn higher wages
Gilbreths
helped eliminate unnecessary motions and reduce fatigue –> increase productivity
imporved workplace communication and management training
administrative management
look at orgs productivity and efficiency as a whole
Spauding, Fayol, Weber
charles spauding
fundamental necessities
1. need for authority
2. division of labor
3. adequete capital
4. proper budgeting
cooperation and teamwork = essenial for smooth org operations
need to enrich lives of org and community family while focusing on making a profit
fayol
admin.
functions of management
plan
organize
lead
control
coordinate
weber
rationality of bureucracy
bureaucracy : rational, efficient, ideal org based on principles of logic
1 define hierarchy of authority
2. detail clear division of labor (who does what)
3. document formal rules and procedures (expectations)
behavioral viewpoint
understand human behavior and motivate employees towards achievement
early behaviorism
human relations
behavioral science
early behaviorism
Put the human characteristic into workers and treat them as such
follette and mayo
munsterberg – hire the best fit people
follett
power shawing among employees and managers- democracy
1. orgs are communities with managers and subordinates working toegher in harmony
2. conflicts should be resolved and come to a common agreement
3. work process should be under specialized workers not managers
mayo
hawthrone effect : people work better when they receive attention and feel they are paid attention to and cared for
led to human relations
human relations
better human relations could increase worker productivity
Maslow and McGregor
con : optimism was too simplistic for practical use
maslow
hierarchy of needs (physiological, safety, love, esteem, self actualization)
employees want to be self actialozed and reach full potential
mcgregor
Theory X vs Y
X = pessimistic abt workers
Y = optimistic abt workers
behavioral science
scientific research to develop theories about human behavior to be used to provide practical tools for managers
draws from psychology, sociology, anthropology, and economics
foundation for organizational behavior
quantitative viewpoints
operations and evidence based
applications of quantitative techniques (stats and comp simulations)
operational management
evidence based
operational management
more effective production/delivery of g/s
- schedule and delegate work and job training
- plan production to meet consumer needs
- choose optimal levels of product inventory to keep costs down
- supply chain : process of creating product from start to finish with design and delivery to customer
evidence based management
translating principles based on best evidence into organizational practice– bring rationality into decision process
systems viewpoint
org = set of interrelated parts that work together to reach goal
closed and open systems
if managers dont understand how system comes together with its seperate parts –> no effective solutions
closed system
little interaction with env. focus on orgs inner work
classical and quantitative view of orgs
